The situation

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A large South African metal smelter with difficulties around capital spend, late projects and increased cost pressure approached DBA to help them with a full redesign and implementation of a new end-to-end capital project process

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The DBA involvement

 

DBA performed an analysis of the current process, and:
 

• The current Management Operating System was mapped and gaps identified

• A new Management Operating System was designed that focused on ensuring an optimal projects portfolio with maximum project execution effectiveness

• The new system was rolled out over 7 months with all project managers and line managers trained and coached
   

Key Outcomes

• New process allowed the focusing of project resources with the number of projects decreasing to a more manageable size with higher values (186 projects down to 134)

• Total value of the projects reduced by 10%

• Increase from 4% to 60% in the number of projects ready for execution on the 1st day of the new fiscal year (to reduce the rush at the end of the year)

• Increased focus on demand management (project planning) allowed for a reduction in projects that were out of budget, late or out of spec

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